#organizationalchange

for those that have reorg announced today , do you know what is causing it?

seems like people are getting moved to different teams across IT

7-Eleven is implementing a cost-focused transformation. The company aims to streamline its organization. This process has led to difficult decisions and staff changes. Many employees have posted about their departures on LinkedIn. The goal is a stronger, more competitive business.

Irving, Texas

https://cspdailynews.com/company-news/workforce-changes-emerge-7-eleven

It is difficult to maintain confidence in the current Light & Wonder executive leadership, particularly as their transition from Aristocrat has been overshadowed by a perceived lack of transparency. The decision to displace established leaders in favor of former associates suggests a preference for insular hiring over organizational stability.

Furthermore, an approach that prioritizes rigid internal directives over collaborative expertise has made it challenging to foster a culture of mutual trust.

The whole world is changing to work from home due to energy crisis.Only these jokers ask everyone to come in person on all 5 days,badge in badge out..
Wonder where the priorities are.Org changes across the board by new SLT.Hopefully that revives the titanic

A few weeks ago someone posted a rumor about an upcoming reorg in New England and OPW. Can we get an update?

So many positions are getting filled - a bunch of people will not be in their current jobs (backfill already announced) …where are they going. Part of the new org ?

What are your thoughts on this ?
Odd? Very fitting given the rising impact of AI on employee productivity? Other ?

I’ve been in R&D long enough to think I’d seen every organizational oddity, but lately I look at my reporting chain and just… sigh. I’m a Principal Engineer, the most technical person on my team, and yet there are seven layers of management between me and the top. Seven. At this point it feels like performance art.

And the part that blows my mind? We’re a software company. We really only need three groups to function: developers who ship code, sales/AEs who bring in revenue, and top leadership who set direction. Everything else should be supporting those three — not ballooning into a management ecosystem that needs its own food chain.

FP Markets has reduced its global workforce. Less than 7% of its employees were affected by the cuts. This action is part of a broader organizational review. The Australian-based broker previously employed over 300 staff. Other retail brokerage firms have also recently cut staff.

https://www.tradingview.com/news/financemagnates:1b9a7872c094b:0-exclusive-fp-markets-joins-layoff-trend-cutting-up-to-7-of-global-workforce/

It’s really shocking how poorly these work changes are being handled. The lack of coordination, communication and planning is unbelievable. The entire leadership staff should be embarrassed.

Oracle, the software company headquartered in Austin, Texas, has filed thousands of petitions for H-1B visas in the past two fiscal years, even as it lays off thousands of American workers as part of a broader organizational shift. Federal data shows Oracle filed for 2,690 H-1B visas in fiscal year 2025 and 436 so far in fiscal year 2026, totaling over 3,100 visa requests.

https://nationaltoday.com/us/tx/austin/news/2026/04/03/oracle-files-thousands-of-h-1b-visa-petitions-amid-mass-layoffs/

Just read ML email. Big change for APAC

"We are sharing some difficult news regarding your position. After careful consideration of Oracle's current business needs, we have made the decision to eliminate your role as part of a broader organizational change. As a result, today is your last working day. We are grateful for your dedication, hard work, and the impact you have made during your time with us. After signing your termination paperwork, you will be eligible to receive a severance package subject to the terms and conditions of the severance plan. You will receive an email from DocuSign to your Oracle email address with details on your severance and termination date."

This org structure and function is not sustainable. Layoffs inboard.

Mass email just hit my inbox:

After careful consideration of Oracle’s current business needs, we have made the decision to eliminate your role as part of a broader organizational change. As a result, today is your last working day.

We are grateful for your dedication, hard work, and the impact you have made during your time with us.

After signing your termination paperwork, you will be eligible to receive a severance package subject to the terms and conditions of the severance plan. You will receive an email from DocuSign to your Oracle email address with details on your severance and termination date.

Immediate Action Required
To receive important follow-up information, including FAQs and separation documents to help you through this transition, you must provide a personal email address.

rudential Financial Inc. filed another round of layoffs in New Jersey. This action brings the total job cuts at its Newark headquarters to 237 since July. The latest notice covers 54 positions expected to be eliminated between May and June. These workforce reductions are part of an ongoing organizational structure review. The company evaluates operations to align with evolving customer needs and strategic priorities.

https://www.insurancebusinessmag.com/us/news/breaking-news/prudential-layoffs-in-newark-reach-237-569944.aspx

Re-org email from RA received in the morning - here it begins.
Seems like PTC is the first geo that starts the re-org.
Per email local consultation requirements are starting this week.
Other geos, good luck - you are next in the row.

Sudden layoff. No notice . Said organizational changes

Any news on upcoming layoffs. In our market, we have some organizational changes. Where there’s a small team and a large team under one supervisor that’s supposed to have different roles. One team will be working on building a program. The other team would continue to do what they’re doing. Thinking this may be a sign that they’re going to eliminate an entire team.

Are we done with the big changes or is there still more planned and coming soon?

Once upon a time, the biggest concern was the lack of ‘good for you’ products in the portfolio. Today, the biggest concern is the lack of good leaders in the organization. How is each function holding up, is there any hope?

Scentsy, a fragrance company, announced new layoffs. The company eliminated 11% of its total workforce. This decision is part of thoughtful adjustments to its organizational structure. Impacted employees were offered a compensation package. Scentsy also conducted a round of layoffs in April 2025.

Meridian, Idaho

https://www.ktvb.com/article/news/local/meridian-based-company-scentsy-announces-layoffs/277-a9f6939a-5843-424b-9e51-adec8a7f6216

Does anyone have any insight as to when the next phase of "How We Work" will be? Phase 1 was January, just wondering when Phase 2 will be?

Is this an eventually going to become OPOO 2.0?

title

It seems like D&S has been dissolved. What is going on with our talent management organization?

Does anyone have any details on this? There's a formal meeting about it tomorrow evidently.

Can someone clarify whether there are formal guidelines or norms around reporting structures, specifically, whether Senior Directors can have only Band 4 roles reporting to them and no Band 5 (Principal/Director) roles?

I want to let you know that we're making additional organizational changes across Amazon that will impact some of our teammates. I recognize this is difficult news, which is why I’m sharing what’s happening and why.
As I shared in October, we've been working to strengthen our organization by reducing layers, increasing ownership, and removing bureaucracy. While many teams finalized their organizational changes in October, other teams did not complete that work until now.
The reductions we are making today will impact approximately 16,000 roles across Amazon, and we're again working hard to support everyone whose role is impacted. That starts with offering most US-based employees 90 days to look for a new role internally (timing will vary internationally based on local and country level requirements). Then, for teammates who are unable to find a new role at Amazon or who choose not to look for one, we'll provide transition support including severance pay, outplacement services, health insurance benefits (as applicable), and more.
While we’re making these changes, we’ll also continue hiring and investing in strategic areas and functions that are critical to our future. We’re still in the early stages of building every one of our businesses and there’s significant opportunity ahead.
Some of you might ask if this is the beginning of a new rhythm – where we announce broad reductions every few months. That’s not our plan. But just as we always have, every team will continue to evaluate the ownership, speed, and capacity to invent for customers, and make adjustments as appropriate. That’s never been more important than it is today in a world that’s changing faster than ever.
I'm grateful for how our teams continue to deliver – for customers, for each other, and for the incredible things we're building together.
Thank you,
Beth

Hi,

I wanted to follow up on Beth Galetti’s post about organizational changes to A to Z earlier today. As Beth noted, this is a continuation of the work we've been doing for more than a year to strengthen the company by reducing layers, increasing ownership, and removing bureaucracy, so that we can move faster for customers. Our ambition is to be the world's largest startup. That means doubling down on a culture of ownership, speed, and experimentation—which requires us to continue evolving how we're structured.

Our organization plays a critical role in putting AI to work for our customers, transforming how companies deliver value to their customers, and these changes will help us sharpen our focus. I’ve seen how this team innovates and collaborates to solve real-world business challenges through applied AI. These strengths will be essential as we move forward with focus and clarity.

The notifications to impacted colleagues in our organization who are based in the U.S., Canada, and Costa Rica have now been completed. In other regions, we are following local processes, which may include time for consultation with employee representative bodies and possibly result in longer timelines to communicate with impacted employees. Changes like this are hard on everyone. These decisions are difficult and are made thoughtfully as we position our organization and AWS for future success. Please take care of yourselves and each other. The Employee Assistance Program (EAP) is available 24/7 for free and confidential support.

Thank you for your continued focus on delivering for our customers. I'm confident in our team's ability to navigate this transition and emerge stronger, and I am positive that we'll accomplish great things together in the months ahead.

Colleen

I’m looking at all the people between me and MW on the upstream ladder… 9 layers total. Looking closer, I truly don’t understand how this org chart got approved. MW has (arguably) at least 3 layers of unnecessary management between him and the front lines. Take MN for example - he only has 3 (and that is being generous) real employees reporting to him. Within those three, CN seems to be running 70% of the company.

Even MW’s team is pretty small if we look at the very top. Arguably the only people of consequence that report directly to him are RB, EB, FM, and MN. That’s it? What gives?

I know at least a few low-level senior execs read this forum. How about we send MN & BN into retirement with a nice package, give BN’s job to CN; and have Shale & Tight, Exploration, Offshore, and International/miscellaneous all report directly to MW along with a midstream person & the various corporate support leaders. Dump everything else in operations underneath those people in one, big, beautiful org chart.

Is the idea that MW isn’t involved in operations in the slightest, and MN/CN are expected to handle everything? I’m not a McKinsey management expert, but generally it seems like the more you understand what your company actually does on a day-to-day basis, the higher quality your decisions. I find it hard to believe that the current structure facilitates this kind of transparency for MW.

Didn’t MW explicitly call out this problem in SETH ‘24 when he blamed middle-management filtering for clouding the disaster that was FGP? So why did we go and keep the same number of people between MW and the front lines?

In 2030, maybe we should try flattening the pyramid instead of narrowing it. Food for thought!

Happy WFH Monday everyone.

I thought yesterday was it but I think today is ICs turn. Have a 10 min call with my director titled “org changes”.

Please prioritize completion of all remaining deliverables over the next few weeks so the associated revenue may be recognized on the February 11, 2026 earnings call.

Subsequent organizational changes and LR’s will be communicated separately.

I got an email saying “Org Update” for tomorrow morning. I think this is the end for me.

Hearing there are org change meetings today. Surprised that no org changes have been announced when new CEO “officially” starts on Feb 1. Walmart is running laps around Target and they just announced a huge c-suite change last week. Target has a lot of work to do and they’re taking zero aggressive action to drive meaningful change to compete.

I’m on board with that, bring in the new blood with innovation and forward thinking. Bring in the visionaries. This includes Jane. She’s old guard, right? The Citi vision needs to be more than ‘wait and see what the other banks are doing, then play catch up’.

Let’s bring in some new blood. How is this a bad thing?

Anyone hear any more about the communications reorganization? Heard there will be more layoffs right after BXT said he was done.